Purpose The purpose of this paper is to develop a monitoring multiple-stream processes control chart with a finite mixture of probability distributions in the manufacture industry. Design/methodology/approach Data were collected during production of a wheat-based dough in a food industry and the control charts were developed with these steps: to collect the master sample from different production batches; to verify, by graphical methods, the quantity and the characterization of the number of mixing probability distributions in the production batch; to adjust the theoretical model of probability distribution of each subpopulation in the production batch; to make a statistical model considering the mixture distribution of probability and assuming that the statistical parameters are unknown; to determine control limits; and to compare the mixture chart with traditional control chart. Findings A graph was developed for monitoring a multi-stream process composed by some parameters considered in its calculation with similar efficiency to the traditional control chart. Originality/value The control chart can be an efficient tool for customers that receive product batches continuously from a supplier and need to monitor statistically the critical quality parameters.

The increasing trend of product recalls is due to quality implications in the early stages of the Product Development Process (PDP) and could be prevented through preventive measures from the quality management system such as Design Failure Modes Analysis and Effects (DFMEA), one of the main tools of Quality Engineering. Besides the quality of products, functional integration is also considered one of the ways in which companies respond to competitive pressures. Thus, in the search for best practices to organize and manage product development, this article aims to examine the role of DFMEA in the context of functional integration between Product Development (PD) and Quality Engineering (QE) through case studies in two Brazilian industrial companies. The companies differ in the physical proximity between these departments, where one case PD and QE are co-located and the other are located in different cities and states. The results point that the use of integration practices such as Information and Communication Technologies (ICTs) and co-location during a DFMEA and despite the advancement of ICTs, co-location has indicated that it is a relevant mechanism to improve problem solving, due to the detail of the information and dynamism of the discussion meetings of failures and solutions. In addition, companies link the compensation system of employees to the failure rates of the new product in the market and the costs of non-quality boosting communication and collaboration between teams. In one of the cases, the integration is also facilitated by the PD and QE activities and the DFMEA reports are reported to the same manager.

RESUMO O Processo de Desenvolvimento de Produtos (PDP) situa-se na interface entre a empresa e o mercado e seu desempenho requer integração entre as áreas funcionais envolvidas a fim Área: Gestão do Processo de Desenvolvimento de Produtos INTRODUÇÃOOs serviços e produtos, geralmente, são as primeiras percepções dos clientes, por isso o sucesso de uma organização está diretamente ligado à capacidade de inovação, de desenvolver novos produtos e de entregá-los dentro dos padrões de qualidade esperados (ROZENFELD et al., 2006;JING;YANG, 2009;TULI;SHANKAR, 2014;BAUER et al., 2014;BAI et al., 2017). Os clientes estão cada vez mais exigentes, criando, assim, um ambiente competitivo exigindo que as organizações busquem dimensões de desempenho mais complexas, como qualidade e inovação. Assim, a qualidade, como vantagem competitiva e estratégia de negócio, torna-se um elemento essencial, em que as empresas devem cumprir exigências dos clientes no desenvolvimento de produto (KURNIATI; YEH; LIN, 2015). Estatísticas mostram que aproximadamente 80% dos problemas de qualidade resultam de falhas na concepção e projeto do produto, fases essenciais na determinação da qualidade do produto final, deixando evidente a importância do processo de desenvolvimento de produto para a competitividade (ROZENFELD et al., 2006;JING;YANG, 2009;CHAN;IP;CHEN;WEN, 2012; KOCK et al., 2013, MARINI et al., 2015LUNDGREN;HEDLIND;KJELLBERG, 2015).A maioria dos problemas de qualidade ou defeitos do produto são difíceis ou até mesmo impossíveis de serem corrigidos nas últimas fases do desenvolvimento do produto, isto é, na fase de produção. Assim, durante todas as fases do desenvolvimento do produto, a qualidade é